Keep it running. Build what the industry needs next.
For fifteen years, I have helped lead institutions with annual operations from $35 million to $122 million through mergers, capital investment, crisis, growth, and reinvention. Today that work spans two statewide human-services agencies with more than 1,100 employees and an operating footprint above $100 million, alongside ElectriCISO, which I lead from product strategy through market execution.
I align mission, capital, people, risk, and execution when the whole institution has to move.
I understand the mission deeply enough to redesign how the work gets done, then build what makes the change hold.
At ElectriCISO, I turned the security operating model I needed inside the organization into a commercial platform and carried it from first build through revenue and market execution.
Some decisions touch every part of the organization at once. A merger must preserve care while structures, systems, and responsibilities change beneath it. Capital has to follow institutional priorities. A crisis has to restore service, answer regulators, protect trust, and leave the organization stronger than it was before. I have led through each of those conditions.
Building is part of how I lead. Once I understand the mission, I can see the operating model it needs. Across my current nonprofit leadership work, full-time and at the board table, I am building systems wherever the mission needs them: grant funding, care, operations, executive decisions, security, and compliance. Some solve an immediate institutional problem. Others are becoming products and new sources of revenue.
I am open to board service, public speaking, executive conversations, and difficult problems. I am most useful when an organization has to change while the work already in motion still has to succeed.